Course Correction in Social Enterprise

Sometimes big dreams don’t translate to big profits. Other times, profits outstrip social impact – and new products or strategies lead to unexpected consequences for an enterprise or its customers. And on the positive side, new opportunities may also emerge that point a business in directions it may not have anticipated.

When does it make sense to compromise your social mission, change your business model or strategy, sell out to a bigger company – or shift from for-profit to nonprofit (or vice versa)? Whatever the reason, this series (part of NextBillion’s 2018 editorial calendar), will feature candid stories of social enterprise transitions – and useful insights on how to execute them successfully.

Employee ownership programs are increasingly common in developed countries, but in emerging markets, there are few companies that give equity to all employees. Solar home system provider Fenix International decided to buck that trend in Uganda, on the request of their local employees. Fenix CEO Lyndsay Handler discusses the transformative changes sparked by that decision – and advocates for a similar approach in other companies in Africa and beyond.

Social impact technology startups capture a lot of media attention – leading to the impression that, on the whole, most are successful. In reality, failure rates are high. Brent Chism, CEO of TaroWorks, discusses the reasons why these businesses often falter. He also shares how his company and its parent organization, Grameen Foundation, were able to sidestep common pitfalls through smart funding strategies, well-timed adjustments and wise managerial choices.

"Collaboration" is a popular buzzword in the social impact sector, but many energy access firms ventures invariably find themselves vying with one another for customers and resources. Anya Cherneff, founder of Empower Generation, chose a different direction to grow her business' mission of empowering rural female entrepreneurs: She joined forces with Pollinate Energy – a key competitor. Cherneff discusses the decision – and its ongoing impact on both companies – in this insightful post.

“Everyone has a plan ‘till they get punched in the mouth.” That Mike Tyson quote rang true for Sidharth Garg, who was forced to go back to the drawing board after his Manhattan-based fintech startup's chatbot failed to engage customers. But that setback soon became an opportunity: Garg explains how shifting focus from the U.S. to Madagascar set the company on a new path to growth, in the latest post in NextBillion's "Course Correction in Social Enterprise" series.

SAJIDA Foundation, an NGO and microfinance provider in Bangladesh, recently took the bold step of going cashless. But shifting to mobile money meant the end of group meetings – the locus of traditional microcredit for decades. The NGO was betting on clients embracing this new approach, but after the initial rollout, it noted some troubling downsides along with the expected benefits. Ashirul Amin of BFA explores the pros and cons SAJIDA has encountered in its cashless journey, and how it is responding with a hybrid method that blends old and new.